1. Listening A Most Important Strategic Leadership Skill

2. [An obsession with] Listening is... the ultimate mark of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that last. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) (*Which is in turn Attribute #1 of organizational effectiveness.) Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customer’s Business. Listening is... the engine of Network development. Listening is... the engine of Network maintenance. Listening is... the engine of Network expansion. Listening is... Learning. Listening is...the sine qua non of Renewal. Listening is...the sine qua non of Creativity. Listening is...the sine qua non of Innovation. Listening is... the core of taking Diverse opinions aboard. Listening is... Strategy. Listening is... Source #1 of “Value-added.” Listening is... Differentiator #1. Listening is... Profitable.* (*The “R.O.I.” from listening is higher than from any other single activity.) (*The “R.O.I.” from listening is higher than from any other single activity.) Listening underpins... Commitment to EXCELLENCE

3. [An obsession with] Listening is... the ultimate mark of Respect. of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that last. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) organizational effectiveness.)[cont.]

4. Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customer’s Business. Listening is... “secret weapon.” Listening is... Learning. Listening is... Renewal. Listening is... Creativity. Listening is... Innovation. Listening is... Listening is... Strategy. Listening is... Source #1 of “Value-added.” Listening is... Differentiator #1. Listening is... Profitable.* (*The “R.O.I.” from listening is higher than from any other single activity.) from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE EXCELLENCE

5. *Listening is of the utmost … importance! *Listening is a proper … ! *Listening is … ! *Listening is a … ! *Listening is of the utmost … strategic importance! *Listening is a proper … core value ! *Listening is … trainable ! *Listening is a … profession !

6. This is not just an exhortation, “Hey, listen.” I’m suggesting that listening become a pre-occupation. That it be the whole-damn- organization’s trademark.

7. Listen! Listen! Listening Leaders: The Ten Golden Rules To Listening Leaders: The Ten Golden Rules To Listen, Lead & Succeed—Lyman Steil and Listen, Lead & Succeed—Lyman Steil and Richard Bommelje Richard Bommelje The Zen of Listening—Rebecca Shafir The Zen of Listening—Rebecca Shafir Effective Listening Skills—Dennis Kratz and Effective Listening Skills—Dennis Kratz and Abby Robinson Kratz Abby Robinson Kratz Are You Really Listening?—Paul Donoghue and Are You Really Listening?—Paul Donoghue and Mary Siegel Mary Siegel Active Listening: Improve Your Ability to Listen Active Listening: Improve Your Ability to Listen and Lead—Michael Hoppe and Lead—Michael Hoppe Listening: The Forgotten Skill Listening: The Forgotten Skill —Madelyn Burley-Allen —Madelyn Burley-Allen

8. Listening’s corollary: the Art of Asking.

9. Ask! Leading with Questions: How Leaders Find the Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask Right Solutions by Knowing What to Ask —Michael Marquardt —Michael Marquardt Smart Questions: Learn to Ask the Right Smart Questions: Learn to Ask the Right Questions for Powerful Results Questions for Powerful Results —Gerald Nadler and William Chandon —Gerald Nadler and William Chandon The Art of Asking: Ask Better Questions, The Art of Asking: Ask Better Questions, Get Better Answers—Terry Fadem Get Better Answers—Terry Fadem How to Ask Great Questions How to Ask Great Questions —Karen Lee-Thorp —Karen Lee-Thorp Change Your Questions, Change Your Change Your Questions, Change Your Life—Marilee Adams Life—Marilee Adams Asking the Right Questions: A Guide to Asking the Right Questions: A Guide to Critical Thinking—Neil Browne and Critical Thinking—Neil Browne and Stuart Keeley Stuart Keeley

10. Listen! Ask! Listen! Ask! Listening Leaders: The Ten Golden Rules To Listen, Lead & Succeed Listening Leaders: The Ten Golden Rules To Listen, Lead & Succeed —Lyman Steil and Richard Bommelje —Lyman Steil and Richard Bommelje The Zen of Listening—Rebecca Shafir The Zen of Listening—Rebecca Shafir Effective Listening Skills—Dennis Kratz and Abby Robinson Kratz Effective Listening Skills—Dennis Kratz and Abby Robinson Kratz Are You Really Listening?—Paul Donoghue and Mary Siegel Are You Really Listening?—Paul Donoghue and Mary Siegel Active Listening: Improve Your Ability to Listen and Lead Active Listening: Improve Your Ability to Listen and Lead —Michael Hoppe —Michael Hoppe Listening: The Forgotten Skill—Madelyn Burley-Allen Listening: The Forgotten Skill—Madelyn Burley-Allen Leading with Questions: How Leaders Find the Right Solutions by Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask—Michael Marquardt Knowing What to Ask—Michael Marquardt Smart Questions: Learn to Ask the Right Questions for Powerful Smart Questions: Learn to Ask the Right Questions for Powerful Results—Gerald Nadler and William Chandon Results—Gerald Nadler and William Chandon The Art of Asking: Ask Better Questions, Get Better Answers The Art of Asking: Ask Better Questions, Get Better Answers —Terry Fadem —Terry Fadem How to Ask Great Questions—Karen Lee-Thorp How to Ask Great Questions—Karen Lee-Thorp Change Your Questions, Change Your Life—Marilee Adams Change Your Questions, Change Your Life—Marilee Adams Asking the Right Questions: A Guide to Critical Thinking—Neil Browne and Asking the Right Questions: A Guide to Critical Thinking—Neil Browne and Stuart Keeley Stuart Keeley

11. “The four most important words in any organization are …

12. The four most important words in any organization are … “What do you think?” are … “What do you think?”

13. “WDYT” = Certification of me as a person of Importance whose opinion is valued. “WDYT” = Certification of me as a person of Importance whose opinion is valued.

14. Tomorrow: How many times will you “ask the WDYT question”? [Practice makes better!] [This is a skill!] Tomorrow: How many times will you “ask the WDYT question”? [ Count! ] [Practice makes better!] [This is a STRATEGIC skill!]

15. Teacher gives a science exam. Students prepped—know what’s coming. Quiet in the room. Then din. Students complaining. “Will the last question count?” Teacher: “Most definitely.” And the last question is: “What is the first name of the person who cleans the room after class?” (Hint: Otis.) Teacher: “As you go forward in life, you will meet many people. All of them are important. Each one deserves your attention and respect …” Source: Deborah Norville, The Power of Respect.

16. “It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” —Sara Lawrence-Lightfoot, Respect

17. “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful Even More Successful

18. “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful Even More Successful

19. THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE. Relationships (of all varieties) : THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

20. I believe this is true 100% of the time. Most of my personal and professional disasters could clearly have been reversed or ameliorated with such a call.

21. The “three-minute call” often-usually-invariably leads to a strengthening of the relationship. It not only acts as atonement but also paves the path for a “better than ever” trajectory.

22. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

23. Think Richard Nixon, Bill Clinton, Martha Stewart. None, and a host like them, ever got in trouble for “the act itself”—but instead for the cover-up.

24. pause

25. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

26. *effective “Repair”/Apology is of the utmost … strategic importance! *effective repair is a proper … core value ! *effective repair is … trainable ! *effective repair is a … profession !

27. I have come to love the word “thoughtful.” Especially in difficult times. It is a “way to live in the world”—and I firmly believe it can contribute directly to the bottom line. It is a matter of trust and character and courtesy— all three pay big dividends. (Not to mention the fact that thoughtfulness results in a more attractive image when one looks in the mirror or discusses what one does with our children.)

28. Thoughtfulness is key to customer retention. Thoughtfulness is key to employee recruitment and satisfaction. and satisfaction. Thoughtfulness is key to brand perception. Thoughtfulness is key to your ability to look in the mirror —and tell your kids about your job. “Thoughtfulness is free.” Thoughtfulness is key to speeding things up— it reduces friction. it reduces friction. Thoughtfulness is key to transparency and even cost containment—it abets rather than stifles cost containment—it abets rather than stifles truth-telling. truth-telling.

29. *Thoughtfulness is of the utmost … strategic importance! *thoughtfulness is a proper … core value ! *Thoughtfulness is … trainable ! *Thoughtfulness is a … profession !

30. Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining P atient S atisfaction referred to the patient’s health outcome P.S. directly related to Staff Interaction P.S. directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

31. Stunning. Patient satisfaction is primarily related to the quality of interactions with hospital staff—which in turn is primarily caused by the quality of staffers’ interactions with one another.

32. “There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

33. “Kindness is free.”

35. Big 5 Big 5 1. Listen. (Respect. Learn) 2. Ask. (Solicit. Engage. Inspire.) 3. Thank. (Appreciate. Acknowledge.) 4. Apologize (Rectify. Build.) 5. Practice thoughtfulness (A way of life. A staple of “good business.”) (A way of life. A staple of “good business.”)